변혁적 리더십과 거래적 리더십이 창의성에 미치는 영향 : 내재적 동기부여와 혁신분위기의 매개역할을 중심으로

다국어 초록 (Multilingual Abstract)

In the 21st century, paradigms in corporate management have shifted to cope with intensifying global competition and a rapidly changing environment. As part of this paradigm shift, Korean companies are promoting “creative management” to move beyond the existing paradigm of being a “fast follower.” Yet, few studies have focused on the human resource practices that can enable the realization of creative management. This is because studies on creative management—as it relates to human resources—have been at the managerial level (i.e. the CEO), rather than at the level of the rank and file of the company.
Accordingly, this paper aims to find practical strategies to realize creative management and to define roles for the members of organizations. Managers’ leadership style was designated as the core variable among the various factors that can affect individual and group creativity. Leadership styles were divided into “transformational leadership” and “transactional leadership.” Review of the existing literature indicated that transactional leadership maintains significant shortcomings in responding to a rapidly changing managerial environment; this provided a theoretical background for the need for transformational leadership as an alternative. Along with this, the provision of voluntary and intrinsic motivation on the individual level, and an innovative corporate culture on the organizational level, were chosen as parameters that promote creativity.
As with previous studies, this study also confirms that transformational leadership and transactional leadership help enhance the creativity of an organization and its members. When a manager exhibits transformational leadership by providing clear instructions on the goals and impact of a task, and enables growth through the provision of intellectual stimulation and the study of new facts, both individuals and organizations can increase subordinates' creativity and collective creativity. Also, a manger exhibits transactional leadership by contingent reward behavior can increase subordinates' creativity and group creativity.
This study also confirmed that managers who exhibit transformational leadership and transactional leadership provide the motivation for employees to be self-directed and self-originated, which in turn increases creativity. Managers’ leadership can create a climate for innovation within an organization that results in increased group creativity.
Leadership’s impact on creativity, however, varied according to job description. This suggests that tailored approaches are needed that match the characteristics of particular jobs. In addition, to create value-added, leaders must play an expanded role that leverages knowledge; as existing HR systems that focus on simple job descriptions are limited in their ability to promote innovation or creativity. Accordingly, companies need to first clearly define the characteristics of a leader, and then build an HR management system that selects and nurtures leaders that meet this definition.
This study deals with the relationship between leadership and creativity only on a basic level. Future research will need to identify and verify the diverse variables involved in supporting creative management. Such research can develop management models and leadership styles that realize creative management, and provide a concrete basis for HR management in support of this goal.

국문 초록 (Abstract)

세계 산업계는 21세기에 접어들면서 더 치열해진 글로벌 경쟁과 급격한 환경 변화에 대응하기 위해 기업경영의 패러다임을 바꿔 나가고 있다. 특히 추종자(fast follower)의 위치에서 벗어나기 위해 노력하고 있는 한국기업들은 패러다임 전환의 일환으로 창조경영을 추진하고 있다. 그러나 창조경영을 실천하기 위한 인사조직 분야의 연구가 드문 실정이다. 이는 창조경영과 관련된 인사조직 분야의 연구가 조직 구성원 차원이 아닌 최고경영자의 리더십 등 상위 단계에 집중되어 있기 때문으로 생각된다.
이 논문은 인사조직 분야에서 창조경영을 구현하기 위한 실천전략과 조직 구성원의 행동 역할을 찾는 데 목표를 두었다. 따라서 개인 및 집단 창의성에 영향을 미치는 다양한 변수 중에서 상사의 리더십 스타일을 연구의 핵심 변수로 선정했으며, 리더십 스타일은 변혁적 리더십과 가래적 리더십의 두 가지 형태로 나누어 연구를 진행하였다. 선행연구를 통해 경영환경이 급격하게 변하는 상황에서는 변혁적 리더십과 거래적 리더십이 필요하다는 이론적 배경을 찾을 수 있었다. 이와 함께 창의성을 촉진하는 매개변수로 개인 차원에서는 자발적이고 내재적인 동기부여를, 조직 차원에서는 혁신적인 조직분위기를 선정하였다.
연구결과 선행연구와 마찬가지로 변혁적 리더십과 거래적 리더십은 개인과 집단의 창의성을 높이는 것으로 확인되었다. 상사가 부하 직원에게 업무의 목적과 영향을 명확히 설명하고 지적 자극을 통해 새로운 사실을 학습하고 성장하도록 배려하는 변혁적 리더십을 발휘하는 경우에는 개인과 조직의 창의성이 높아진다. 변혁적 리더십은 조직 구성원에게 자발적인 동기를 불러일으키며, 이러한 내재적 동기부여를 통해 개인의 창의성이 더 높아지는 것이다. 또한 상사가 변혁적 리더십을 발휘하면 조직 내부에 혁신분위기가 조성되고 집단적 창의성이 높아지는 효과가 있음을 검증하였다. 한편 상황적 보상에 초점을 둔 거래적 리더십에 대해 살펴본 결과, 거래적 리더들은 상황적 보상행위를 통해 개인 창의성과 집단 창의성에 유의한 영향을 미치고 있음을 확인할 수 있었다.
이와 함께 직무특성에 따라 리더십이 창의성에 미치는 효과가 다르게 나타난다는 사실을 확인하였다. 이는 창의성을 높이기 위해서는 직무특성에 따라 차별적으로 접근해야 한다는 시사점을 준다. 마지막으로 지식을 기반으로 한 부가가치를 창출하기 위해서는 리더의 역할이 확대되어야 하며, 단순한 직무중심의 인사제도로는 기업의 혁신이나 창의성을 높이는 데 한계가 있음을 확인하였다. 따라서 기업 차원에서는 리더의 모습을 명확하게 정의하는 한편, 이에 적합한 리더를 선발하고 양성하기 위한 HR시스템을 마련할 필요가 있다.
이 연구에서 다룬 리더십과 창의성의 관계는 기초단계에 불과하며, 앞으로 창조경영을 지원하는 다양한 변수를 더 도출하고 검증해야 하는 과제가 남아 있다. 후속 연구를 통해 창조경영을 실천하기 위한 경영모델과 리더십 스타일을 개발하고, 이를 뒷받침하기 위한 인적자원관리의 구체적 대안이 마련되기를 기대한다.

목차 (Table of Contents)

• 제1장 서론 1
• 제1절 연구배경 및 필요성 1
• 1. 초경쟁과 창조경영의 등장 1
• 2. 창조경영의 개념과 중요성 3
• 제2절 연구목적 및 범위 5
• 제3절 연구대상 및 분석방법 6
• 제4절 논문의 구성 8
• 제2장 이론적 배경 10
• 제1절 변혁적 리더십과 거래적 리더십 10
• 1. 변혁적 리더십 10
• 2. 거래적 리더십 15
• 제2절 개인 창의성과 집단 창의성 18
• 1. 창의성 18
• 2. 개인 창의성 20
• 3. 집단 창의성 22
• 제3절 내재적 동기부여 25
• 제4절 혁신분위기 29
• 제5절 직무특성 32
• 제3장 연구모델 및 가설 35
• 제1절 연구모델 35
• 제2절 연구가설 36
• 1. 변혁적 리더십과 창의성의 관계 36
• 2. 거래적 리더십과 창의성의 관계 38
• 3. 내재적 동기부여와 창의성의 관계 39
• 4. 혁신분위기와 창의성의 관계 40
• 5. 직무특성의 조절효과 42
• 제4장 실증연구 방법 44
• 제1절 표본 및 자료수집 44
• 제2절 변수의 측정 46
• 제3절 설문지 구성 49
• 제4절 분석방법 50
• 제5장 실증연구 결과 51
• 제1절 타당성 및 신뢰성 분석 51
• 1. 타당성 분석 51
• 2. 신뢰성 분석 56
• 제2절 상관관계 분석 57
• 제3절 가설검증 58
• 1. 가설1의 검증 58
• 2. 가설2의 검증 60
• 3. 가설3의 검증 61
• 4. 가설4의 검증 66
• 5. 가설5의 검증 69
• 제6장 논의 및 결론 76
• 제1절 연구모델 및 시사점 76
• 1. 결과 요약 76
• 2. 시사점 77
• 제2절 연구한계 및 향후 연구방향 82
• 1. 연구한계 82
• 2. 향후 연구방향 83
• 참고문헌 84
• 부록: 설문지 95
• ABSTRACT 100

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